“ITIL, ITIL, ITIL” is all that many of us hear these days when it comes to improving IT service management (ITSM) maturity or the availability of ITSM good/best practice and guidance (for the "Little Britain" fans out there imagine Tom Baker reading this intro). Many talk (and write) about the alternative or complementary frameworks, methodologies, and standards; but neither COBIT nor ISO 20000 (amongst others) have yet gained the market traction and collective consciousness of ITIL, the “ITSM best practice framework.”
ITIL is and will continue to be the de facto choice for most IT infrastructure and operations (I&O) professionals. Having said this, however, many I&O organizations continue to look at the possibilities of using multiple frameworks, methodologies, and standards in tandem to help better deliver against business and IT issues – what is commonly called an “ITIL plus” or “plus” strategy, e.g., ITIL plus COBIT.
Another body of service management good/best practice, the Universal Service Management Body of Knowledge (USMBOK), has long been lauded by ITSM thought leaders; but it has, to date, lacked the profile of ITIL in particular. Importantly, it works with, and is differentiated from, ITIL – it is not an ITIL competitor, more of a “companion piece” that supplements ITIL on both strategic and operational levels. Hopefully you noticed the deliberate naming of USMBOK – that there is no “IT” in it. It is about service management not IT service management – a solution to the issue that we often place too much emphasis on the “IT,” and not enough on the “SM,” element of “ITSM.”
It started as a blog called Giving Back To The IT Service Management Community – a personal plea for anyone involved in IT operations, IT service delivery, IT support, etc., to “give back” to the larger community. Hopefully it highlighted (or reminded us of) the need for the creation of lower-level, more granular, and ultimately more practical best/good practice information that is freely available to IT service management (ITSM) practitioners; as a quick start mechanism and/or to prevent the continued reinvention of the wheel by organizations wishing to better themselves.
Many (OK, some) ask “Where has this gone?” or “Where is the free content?” Great questions, but ones that I will conveniently avoid (hopefully like a skilled politician); although others involved, I expect and hope, will provide updates on this in the comments section below.
To some Back2ITSM might appear yet another forum for “the usual suspects” (bagsy me be Verbal Kint) to “socialize” themselves to their ultimate downfall. However, I beg to differ. I feel that this has legs, no matter how short those legs might eventually be; which brings me to the reasons for this quickly written blog:
I still need to feedback the limited but interesting responses to the Back2ITSM survey.
I want to publicize some Back2ITSM “coming soons.”
When I very briefly joined TCS (Tata Consultancy Services) as an IT service management (ITSM) consultant a year ago today, I met a fellow new recruit Sandy Winschief – a vendor/supplier management specialist armed with a pair of Six Sigma black belts. Sandy was/is a key piece in TCS’ Service Integration offering jigsaw and someone who made me think more about the relationships between IT infrastructure and operations (I&O) organizations and their suppliers.
Sorry, you said, “Service Integration”?
For those new to Service Integration I offer the following “definition” from a Forrester colleague’s “thinking”:
“To make multisourcing arrangements effective, customers must get suppliers to work together, both from the commercial and operational standpoint. The services integration layer, comprising elements of process, tools, service-level agreements (SLAs), and related structures, is absolutely critical to the success of these arrangements.”
ITIL, the IT service management (ITSM) best practice framework, is now in many ways bigger than its “master” — IT service management. From its origins in the UK government, its use has grown rapidly in the last decade and ITIL continues to dominate corporate thinking in IT operations, IT support, and IT service delivery best practice.
There are many potential benefits from ITIL adoption, particularly around productivity, service quality, business reputation, and cost savings. However, ITIL is fraught with adoption challenges that could be prevented or at least minimized through better planning and execution.
The key ITIL adoption challenges and pitfalls (at a very, very high level)
Focusing too much on the reactive elements of ITIL and ITSM (for some, however, this might be enough).
Overstating ITIL and ITSM adoption levels – “We do ITIL.”
Overstating ITIL and ITSM maturity – where IT infrastructure and operations (I&O) organizations often think that they are more advanced than they actually are – “We have a super-duper service catalog.”
Not focusing on the customer and business outcomes.
Lacking momentum post technology implementation project.
Noticeable dissatisfaction with traditional service desk tools.
With people-related challenges to be found in most if not all of the above.
Want more detail on the challenges?
These are explored in greater detail in the Forrester report from which this high-level extract is taken: